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It is important for an exporting manufacturer to motivate its foreign channel partners to sell and promote its products. An excellent way to motivate such foreign channel partners is to give them exclusive territories. Unfortunately, there is a lack of knowledge regarding the determinants of territorial exclusivity. This study aims to investigate the relationship between organizational culture and territorial exclusivity and the moderating role of firm size in this relationship.

Survey data were collected from manufacturing small and medium-sized enterprises (SMEs) in Japan. To test the hypotheses, a regression analysis was conducted using the ordinary least squares technique.

Empirical evidence shows that the cultural values of collectivism and uncertainty avoidance influence territorial exclusivity; collectivist exporters are likely to use territorial exclusivity, whereas exporters with high uncertainty avoidance are not likely to use it. Furthermore, the larger the firm size, the smaller the impact of cultural values on territorial exclusivity; this suggests that large SMEs do not rely on their organizational culture to make decisions about exclusive territories.

The export marketing literature emphasizes the advantages of exclusive territories. By contrast, the channel management literature suggests that exclusive territories also have disadvantages. As exclusive territories have both advantages and disadvantages, it is crucial to answer the following question: What kinds of exporting manufacturers grant exclusive territories to their foreign channel partners? By addressing this question, this study contributes to a better understanding of export channel strategy.

The World Health Organization (WHO) recommends exclusive breastfeeding for the first six months of a child's life. However, while the national coverage was 61.33%, the coverage in Sukoharjo was 39.33%. Effective intervention is needed to promote the importance of exclusive breastfeeding, and this requires knowledge of the barriers and support structures in place. This study analyzed the supports and barriers of exclusive breastfeeding in Sukoharjo, Central Java, Indonesia.

This qualitative study used in-depth interviews conducted from December 2017 to March 2018. The population consisted of 33 informants (29 mothers with babies over six months of age, a pregnant mother, two midwives working in the community health center and a staff member in the district health department).

There were barriers to and support for exclusive breastfeeding in Sukoharjo, Central Java province, Indonesia. The district already has support systems in place, while the barriers emerge from society, the baby's condition, environmental and other sources. The government has tried to overcome the barriers.

The limitation of this study was that the triangulation method was not utilized. However, the use of various informants strengthened the findings.

The district government, especially the health department, needs to establish a program to evaluate existing exclusive breastfeeding support programs thoroughly. Smarter and more comprehensive interventions may be needed, for example, by integrating various supports into one activity. For researchers, the findings of this study imply that they can conduct experimental community research using the framework of the two aforementioned theories of behavior change. For example, investigation of combining the support of trained peers with the presence of family members such as the grandmothers of the babies. If both types of support are conducted concurrently, it may strengthen support and reduce barriers from either inside or outside the home.

The district government, especially the health department, needs to establish a program to evaluate existing exclusive breastfeeding support programs thoroughly. Smarter and more comprehensive interventions may be needed, for example, by integrating various supports into one activity. For researchers, the findings of this study imply that they can conduct experimental community research using the framework of the two aforementioned theories of behavior change. For example, investigation of combining the support of trained peers with the presence of family members such as the grandmothers of the babies. If both types of support are conducted concurrently, it may strengthen support and reduce barriers from either inside or outside the home.

There are barriers to exclusive breastfeeding in Sukoharjo, but the government has made effective attempts to overcome them. The support systems in place were in line with the theory of planned behavior (TPB) and social cognitive theory (SCT).

The purpose of this paper is to raise an empirical question: whether a non‐exclusive licensing for a technological exchange contributes to the firm's performance better than an exclusive licensing (closed) structure.

Data from 343 pharmaceutical firms were used to test effects of these exclusive versus non‐exclusive modes (attention‐structures) on inter‐firm knowledge flow and the firm's performance. Logistic regression was used to analyze the evidence.

The results revealed that the firm that used non‐exclusive licensing more than exclusive modes performs better. The performance was measured in two ways: efficiencies and returns, both on assets and on investment. It appears that non‐exclusive licensing is contributing more to the firm's overall performance than an exclusive licensing. This paper makes an argument in favour of an open attention‐structure.

The study is limited to one sector; it can be extended to other industrial sectors. Modes of governance can be extended to internalization or equity investment. The study is also limited to cross‐section analysis. Temporal factors can provide better insights. Knowledge type and its scope are also likely to influence the outcome. These areas provide opportunities for future research.

The study emphasises that structures may precede technologies. Therefore, relevant institutions need to be considered in favour of a non‐exclusive attention‐structure. These findings may be relevant for future research and practice or policy making.

This paper extends the literature by supporting the argument that the usage of knowledge can increase its value to all relevant stakeholders. It provides empirical evidence to indicate that relatively open systems are better for high technology sectors. The study is likely to provide a solution, as well as trigger contentions, in the future.

Inter‐firm channel relationships have recently attracted great interest in academic research. This paper attempts to make a study of the governance mechanisms in manufacturer‐distributor relationships and the role played by the relationalism perceived by channel members. In particular, the aim is to account for why exclusive dealing and exclusive territories agreements frequently appear in association. Two theories are compared regarding this question. In one of the theories relationalism plays a mediating role between both vertical restraints, whereas according to the other theory the relation between the two is independent of the degree of relationalism. A sample of 96 Spanish manufacturers was used to test the hypotheses proposed, obtaining empirical support for both theories.

Talent management (TM) is widely seen as a key organizational challenge necessary to sustain competitive advantage. While academia has mostly focused on HRM practices associated with exclusive TM targeting organizational high performers at higher managerial levels, there are reasons why organizations should consider a more inclusive talent management (ITM) approach. They include the growing diversification of organizations and the global workforce caused by demographic changes and mobility across borders, overall talent scarcity and hard to predict market dynamics which all make future talent needs hard to anticipate. Issues such as employee perceptions of organizational justice and fairness are also important. Moreover, existing HRM orthodoxy concerned with investing in the company’s human resource and the wellbeing of employees pushes companies to invest in ITM as a path to a better working environment characterized by openness, trust and overall well-being. Few TM researchers, however, pay sufficient attention to the problems of organizational inequality and social segregation that exclusive TM might occasion and thus disregard how social exclusion and economic inequality continue to characterize many organizations. The ambition of this chapter therefore is to contribute to the development of an inclusive approach to TM. We add to the notion of ITM by bringing in literature on inclusive organizations which is absent from current theoretical development. Building on current conceptualizations in particular by Swailes et al. (2014) and Meyers and Woerkom (2014), we ask: How can literature on organizational inclusion contribute to developing more fair and equal organizations through inclusive TM practices?

The purpose of this paper is to examine two of Feldman and Bolino's proposals: career anchor plurality and career anchor relationships.

A novel method for examining the relationships between career anchors called “indices of mutual presence” is developed for this study to generate meaningful results from ordinal and ipsative career anchor data.

Evidence for some individuals having multiple career anchors was found. Complementary and exclusivity career anchor relationships are identified and a model for representing them is presented. The importance and possible benefit of understanding both an individual's preferred and “unpreferred” anchors is discussed. The non-reflexive nature of career anchors is explored and the idea of “mutually” exclusive career anchors is rejected. Weaknesses in the octagon shaped career anchor relationships diagram presented by Feldman and Bolino are discussed.

Despite the benefits associated with forced-choice assessments, some have expressed concern because of the nature of this type of evaluation. Each time an item is preferred, another item must be “unpreferred.” Thus, for one item to have a high preference count, some other item must necessarily have lower preference counts. The resulting data is ordinal rather than interval or ratio. It contains information regarding order of preference, but provides little insight into magnitude of preference. This makes it difficult to identify and examine how much more or less one individual prefers an item when compared to another individual.

The second property of forced-choice data that raises concern is its ipsative nature. As respondents are constrained to unprefer an item each time the prefer one, the total preference counts remain the same for every individual. As a result, the preference scores for every individual will always sum to the same value. When data has this property, it is called ipsative. Ipsative data is not free to vary, and thus statistical methods which analyze variance may yield spurious results. Thus, traditional factorial statistical methods cannot be appropriately used with ipsative data (Baron, 1996; Bartram, 1996; Closs, 1996). It is commonly believed that researchers trade ease of use and accuracy for fewer available statistical tools when using forced-choice methods. However, this paper attempts to use “indices of mutual presence” developed for this study (described below) that do not rely on variance to generate meaningful results from ipsative career anchor data.

The exclusive value principle is one important factor determining the value of the service to the customer. High margins often result from the customer′s perceptions of “exclusive value”. Success depends on understanding and making decisions within the context of the customer′s psychic domain. Provides a brief review of background information and the concept of exclusive value as well as “critical factors” in psychic space. Summarizes sample psychic factors of import in marketing. Relates and illustrates exclusive value to costs, margins and risks. Provides sample scenarios to illustrate the important points.

Proposes the concept of “An exclusive Value Principle” as an explanation for the attainment of brandexclusivity. Argues that positioning a brand carefully with prestige pricing approach reinforces a positive, even exclusive, brand image in the mind of the customer. Presents relationships between an exclusive value, market price, margin, risk, and firm value. Identifies 17 marketing strategy alternatives for achieving favourable high‐price positioning.

The purpose of this paper is to contribute to the understanding of how talent management (TM) unfolds in practice in a public organization.

An exploratory single case study was conducted of a Swedish public hospital, based on interviews, observations and documents.

The findings illustrate that despite a highly egalitarian and collectivist context, the hospital adopted an exclusive approach to TM, and a talent was not considered or identified through formal performance appraisals, but through informal criteria. The rationale behind this approach is influenced by the surrounding context, including the implementation of an innovative and strategically important practice, and the highly professionalized context.

The study offered a rich view of how TM unfolds in practice, which may not always be possible using large sample, survey studies; however, it limited the generalizability.

The study points to important issues when designing TM.

The paper addresses two main shortcomings in the TM literature: the under-researched context of public organizations and the lack of contextual awareness. The empirically driven analysis constitutes an important step for further theory development regarding exclusive/inclusive approaches in TM.

The purpose of this paper is to focus on three Egyptian public business schools in an attempt to explore the effect of inclusive/exclusive talent management on the organizational downsizing of academics and the mediating role of responsible leadership.

A total of 330 academics were contacted and given a set of questionnaires. After three follow-ups, a total of 240 responses were collected with a response rate of 72.73 percent. Multiple regressions were employed to show how much variation in organizational downsizing can be explained by inclusive/exclusive talent management and responsible leadership.

The findings highlighted a very weak statistical association between academics’ inclusive talent management and organizational downsizing, whereas a strong statistical association has been discovered between exclusive talent management and organizational downsizing. Statistical analysis showed that responsible leadership has no role in mediating the relationship between inclusive/exclusive talent management of academics and their downsizing.

The authors have focused on only three Egyptian public business schools, the matter that may limit opportunities to generalize the results of this study to private business schools and other faculties in Egypt. Future research could use a double source method.

By preparing a set of academic competences, business schools will be able to classify their academic staff into talented and non-talented, and accordingly they can initiate their tailored downsizing strategies. Furthermore, undertaking a responsible strategy of downsizing, which includes and is not limited to justifying the need to decrease academic staff numbers to guarantee post-redundancy care practices for laid-off academics may alleviate many of the negative psychological, societal and economic consequences of downsizing.

This paper contributes by filling a gap in HR management and higher education literature, in which empirical studies on the relationship between talent management and academics’ organizational downsizing have been limited until now. This may create better research opportunities for cross-disciplinary papers that should be done by HR, higher education and leadership scholars.